This document provides an introduction to Agile Scrum methodology. It defines Agile and Scrum, outlines the history and principles of Scrum, and describes the core components and processes in Scrum including roles, ceremonies, artifacts, and sprints. The document explains that Scrum is an iterative Agile framework used for managing complex projects, with self-organizing cross-functional teams working in short sprints to deliver working software increments based on prioritized backlogs.

1. An
Introduction to
Agile SCRUM Methodology

2. AAggeennddaa
 Introduction
 What is Agile Methodology?
 What is Scrum?
 History of Scrum
 Functionality of Scrum
 Components of Scrum
 Scrum Roles
 The Process
 Scrum Artifacts
 Scaling Scrum
 Q & A Session

3. IInnttrroodduuccttiioonn
Classical methods of software development have
many disadvantages:
 huge effort during the planning phase
 poor requirements conversion in a rapid changing
environment
 treatment of staff as a factor of production
 New methods:
Agile Software Development Methodology

4. WWhhaatt iiss AAggiillee ??
 Agile proponents believe
 Current software development processes are too
heavyweight or cumbersome
 Too many things are done that are not directly related to
software product being produced
 Current software development is too rigid
 Difficulty with incomplete or changing requirements
 Short development cycles (Internet applications)
 More active customer involvement needed
 CMM focuses on process

5. CCoonnttdd……
 Agile methods are considered
 Lightweight
 People-based rather than Plan-based
 Several agile methods
 No single agile method
 XP most popular
 No single definition
 Agile Manifesto closest to a definition
 Set of principles
 Developed by Agile Alliance

6. AAggiillee MMaanniiffeessttoo
A Statement of Values
 Individuals and interactions over processes and
tools
 Working software over comprehensive
documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan
 http://www.agilemanifesto.org

7. AAggiillee MMeetthhooddss
 Agile methods:
 Scrum
 Extreme Programming
 Adaptive Software Development (ASD)
 Dynamic System Development Method (DSDM)
 …
 Agile Alliance (www.agilealliance.org)
 A non-profit organization promotes agile
development

8. SSccrruumm

9. SSccrruumm iinn 110000 wwoorrddss
Scrum is an agile process that allows us to focus on
delivering the highest business value in the shortest
time.
It allows us to rapidly and repeatedly inspect actual
working software (every two weeks to one month).
The business sets the priorities. Our teams self-manage
to determine the best way to deliver the highest
priority features.
Every two weeks to a month anyone can see real working
software and decide to release it as is or continue to
enhance for another iteration.

10. HHiissttoorryy ooff SSccrruumm
 1995:
 analysis of common software development processes  not suitable for empirical,
unpredictable and non-repeatable processes
 Design of a new method: Scrum by Jeff Sutherland & Ken Schwaber
 Enhancement of Scrum by Mike Beedle & combination of Scrum with Extreme
Programming
 1996:
introduction of Scrum at OOPSLA conference
 2001:
publication “Agile Software Development with Scrum” by
Ken Schwaber & Mike Beedle
 Successful appliance of Scrum in over 50 companies
Founders are members in the Agile Alliance
Scrum is the leading agile development methodology, used by Fortune 500 companies
around the world. The Scrum Alliance exists to transform the way we tackle complex
projects, bringing the Scrum framework and agile principles beyond software development
to the broader world of work - See more at: https://www.scrumalliance.org/why-scrum#
sthash.5Cxy9m2a.dpuf

11. CChhaarraacctteerriissttiiccss
 Self-organizing teams
 Product progresses in a series of month-long “sprints”
 Requirements are captured as items in a list of “product
backlog”
 No specific engineering practices prescribed
 Uses generative rules to create an agile environment for
delivering projects
 One of the “agile processes”
 Scrum is an Agile framework for completing complex
projects. Scrum originally was formalized for software
development projects, but it works well for any complex,
innovative scope of work. The possibilities are endless

12. HHooww SSccrruumm WWoorrkkss??

13. SSpprriinnttss
 Scrum projects make progress in a series of
“sprints”
 Analogous to XP iterations
 Target duration is one month
 +/- a week or two
 But, a constant duration leads to a better
rhythm
 Product is designed, coded, and tested during
the sprint

14. SSeeqquueennttiiaall vvss.. OOvveerrllaappppiinngg DDeevv..
Requirements Design Code Test

15. No changes dduurriinngg tthhee sspprriinntt
Change
Inputs Sprint Tested Code
 Plan sprint durations around how long you
can commit to keeping change out of the
sprint

16. SSccrruumm FFrraammeewwoorrkk
 Roles : Product Owner, ScrumMaster, Team
 Ceremonies : Sprint Planning, Sprint Review,
Sprint Retrospective, & Daily Scrum Meeting
 Artifacts : Product Backlog, Sprint Backlog,
and Burndown Chart

17. PPrroodduucctt OOwwnneerr
 Define the features of the product
 Decide on release date and content
 Be responsible for the profitability of the
product (ROI)
 Prioritize features according to market value
 Adjust features and priority every iteration, as
needed
 Accept or reject work results.

18. TThhee SSccrruumm MMaasstteerr
 Represents management to the project
 Responsible for enacting Scrum values and practices
 Removes impediments
 Ensure that the team is fully functional and productive
 Enable close cooperation across all roles and
functions
 Shield the team from external interferences

19. SSccrruumm TTeeaamm
 Typically 5-10 people
 Cross-functional
 QA, Programmers, UI Designers, etc.
 Members should be full-time
 May be exceptions (e.g., System Admin, etc.)
 Teams are self-organizing
 What to do if a team self-organizes someone off the team??
 Ideally, no titles but rarely a possibility
 Membership can change only between sprints

20. CCeerreemmoonniieess
 Sprint Planning Meeting
 Sprint
 Daily Scrum
 Sprint Review Meeting

21. Spring PPllaannnniinngg MMeeeettiinngg
Sprint Planning
Meeting
Product Backlog
Team Capabilities
Business Conditions
Technology
Current Product
Sprint Backlog
Product Owner
Scrum Team
Management
Customers
Sprint Goal

22. PPaarrttss ooff SSpprriinntt PPllaannnniinngg MMeeeettiinngg
 1st Part:
 Creating Product Backlog
 Determining the Sprint Goal.
 Participants: Product Owner, Scrum Master,
Scrum Team
 2nd Part:
 Participants: Scrum Master, Scrum Team
 Creating Sprint Backlog

23. PPrree--PPrroojjeecctt//KKiicckkooffff MMeeeettiinngg
 A special form of Sprint Planning Meeting
 Meeting before the begin of the Project

24. SSpprriinntt
 A month-long iteration, during which is
incremented a product functionality
 NO outside influence can interfere with the
Scrum team during the Sprint
 Each Sprint begins with the Daily Scrum
Meeting

25. DDaaiillyy SSccrruumm
 Parameters
 Daily
 15-minutes
 Stand-up
 Not for problem solving
 Three questions:
1. What did you do yesterday
2. What will you do today?
3. What obstacles are in your way?
 Chickens and pigs are invited
 Help avoid other unnecessary meetings
 Only pigs can talk

26. DDaaiillyy SSccrruumm
 Is NOT a problem solving session
 Is NOT a way to collect information about
WHO is behind the schedule
 Is a meeting in which team members make
commitments to each other and to the Scrum
Master
 Is a good way for a Scrum Master to track the
progress of the Team

27. SSccrruumm FFAAQQss
 Why daily?
 “How does a project get to be a year late?”
 “One day at a time.”
 Fred Brooks, The Mythical Man-Month.
 Can Scrum meetings be replaced by emailed status
reports?
 No
 Entire team sees the whole picture every day
 Create peer pressure to do what you say you’ll do

28. SSpprriinntt RReevviieeww MMeeeettiinngg
 Team presents what it
accomplished during the sprint
 Typically takes the form of a
demo of new features or
underlying architecture
 Informal
 2-hour prep time rule
 Participants
 Customers
 Management
 Product Owner
 Other engineers

29. SSpprriinntt RReettrroossppeeccttiivvee MMeeeettiinngg
 Scrum Team only
 Feedback meeting
 Three questions
 Start
 Stop
 Continue
 Don’t skip for the first 5-6 sprints!!!

30. PPrroodduucctt BBaacckklloogg
 A list of all desired work on the project
 Usually a combination of
 story-based work (“let user search and
replace”)
 task-based work (“improve exception
handling”)
 List is prioritized by the Product Owner
 Typically a Product Manager, Marketing, Internal
Customer, etc.

31. PPrroodduucctt BBaacckklloogg
 Requirements for a system, expressed as a
prioritized list of Backlog Items
 Is managed and owned by a Product Owner
 Spreadsheet (typically)
 Usually is created during the Sprint Planning
Meeting
 Can be changed and re-prioritized before
each PM

32. SSaammppllee PPrroodduucctt BBaacckklloogg

33. FFrroomm SSpprriinntt GGooaall ttoo SSpprriinntt BBaacckklloogg
 Scrum team takes the Sprint Goal and
decides what tasks are necessary
 Team self-organizes around how they’ll meet
the Sprint Goal
 Manager doesn’t assign tasks to individuals
 Managers don’t make decisions for the team
 Sprint Backlog is created

34. SSpprriinntt BBaacckklloogg dduurriinngg tthhee SSpprriinntt
 Changes
 Team adds new tasks whenever they need to in
order to meet the Sprint Goal
 Team can remove unnecessary tasks
 But: Sprint Backlog can only be updated by the
team
 Estimates are updated whenever there’s new
information

35. SSpprriinntt BBaacckklloogg
 A subset of Product Backlog Items, which
define the work for a Sprint
 Is created ONLY by Team members
 Each Item has it’s own status
 Should be updated every day

36. SSpprriinntt BBaacckklloogg
 No more than 300 tasks in the list
 If a task requires more than 16 hours, it
should be broken down
 Team can add or subtract items from the list.
Product Owner is not allowed to do it

37. SSaammppllee SSpprriinntt BBaacckklloogg

38. SSpprriinntt BBuurrnn ddoowwnn CChhaarrtt
 Depicts the total Sprint Backlog hours
remaining per day
 Shows the estimated amount of time to
release
 Ideally should burn down to zero to the end of
the Sprint
 Actually is not a straight line
 Can bump UP

39. IInnffoorrmmaattiioonn RRaaddiiaattoorr
"Two characteristics are key to a good
information radiator. The first is that the
information changes over time. This makes it
worth a person's while to look at the display...
The other characteristic is that it takes very
little energy to view the display."

40. SSpprriinntt BBuurrnnddoowwnn CChhaarrtt
Progress
752 762
664 619
304 264
180
104
900
800
700
600
500
400
300
200
100
0 20
5/3/2002
5/5/2002
5/7/2002
5/9/2002
5/11/2002
5/13/2002
5/15/2002
5/17/2002
5/19/2002
5/21/2002
5/23/2002
5/25/2002
5/27/2002
5/29/2002
5/31/2002
Date
Remaining Effort in Hours

41. RReelleeaassee BBuurrnnddoowwnn CChhaarrtt
 Will the release be done on right time?
 X-axis: sprints
 Y-axis: amount of hours remaining
 The estimated work remaining can also burn
up

42. PPrroodduucctt BBuurrnnddoowwnn CChhaarrtt
 Is a “big picture” view of project’s progress (all
the releases)

43. SSccaallaabbiilliittyy ooff SSccrruumm
 A typical Scrum team is 6-10 people
 Jeff Sutherland - up to over 800 people
 "Scrum of Scrums" or what called "Meta-
Scrum“
 Frequency of meetings is based on the
degree of coupling between packets

44. SSccaallaabbiilliittyy ooff SSccrruumm

45. SSccaallaabbiilliittyy ooff SSccrruumm

46. PPrrooss//CCoonnss
 Advantages
 Completely developed and
tested features in short
iterations
 Simplicity of the process
 Clearly defined rules
 Increasing productivity
 Self-organizing
 each team member carries
a lot of responsibility
 Improved communication
 Combination with Extreme
Programming
 Drawbacks
 “Undisciplined hacking”
(no written
documentation)
 Violation of
responsibility
 Current mainly carried
by the inventors

47. Thank You !!!